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Questionnaire Responses

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HISTORY

Vancouver Symphony Orchestra (VSO) was founded by the Vancouver Symphony Society in 1919, largely through the efforts of arts patron Elisabeth Rogers. A previous unrelated orchestra had operated under the name the "Vancouver Symphony Orchestra", which was formed in 1897 by Adolf Gregory and lasted for only one season. The current VSO was formed in 1919 by conductor Henry Green and was led by F.L. Beecher (president) and Mrs. B.T. Rogers (vice-president). The orchestra performed for two seasons before financial strains and the disappearance of Green forced the orchestra to suspend activities in 1921. Performances were resumed in 1930. In addition to their regular concert schedule, the VSO also served as the Vancouver Opera company's orchestra during the 1960s and 1970s, until creation of the separate Vancouver Opera Orchestra in 1977. During the late 1960s and 1970s the orchestra often appeared in joint concerts with the Vancouver Woodwind Quintet. Throughout its long history, the VSO has had its successes and struggles. In 1979-80 the VSO had the largest subscription list of any symphony in North America. (Henigham, 2000) However, even with (or perhaps because of) a CBC recording contract, a quarterly magazine and an ambitious touring schedule, the VSO began to founder. In 1988 the VSO was forced to shut down for five months to regroup and deal with a $2.3 million deficit. With local financial intervention, and a $500,000 federal grant, the VSO began to rebuild, focusing more attention on popular works and collaborations with contemporary artists. To this end, the VSO has continually appointed a composer in residence since 1996. Since 2000, the VSO's Music Director is Bramwell Tovey. His initial contract was extended in December 2004 through the 2009-2010 seasons, and further extended in January 2010 through the 2014-2015 seasons. The VSO's Conductor Laureate is Kazuyoshi Akiyama, who was Music Director from 1972 to 1985. Dale Barltrop is the current Concertmaster. The VSO and Maestro Tovey won the 2008 Grammy Award for Best Instrumental Soloist Performance (with Orchestra), for their recording of the Korngold, Barber, and Walton violin concerti, featuring Canadian violinist James Ehnes. The recording won a 2008 Juno Award for Classical Album of the Year (large ensemble). The VSO broadcasts annually on the CBC. The VSO launched the VSO School of Music on Sept 6, 2011. The VSO School of Music is dedicated to providing a music education experience to students of all ages and abilities. The VSO School of Music offers private music instruction and includes the following lessons; piano lessons, guitar lessons, violin lessons, and vocal lessons (Wikipedia, the free encyclopedia (2013).

CURRENT SITUATION
During the past two years, the VSO has faced financial, management and artistic problems. VSO subscription revenue has declined 30% during the past five years. Sales of single tickets are also in decline. However, the fall in individual ticket sales has not been as severe as the fall in subscription sales. Selling single tickets is becoming more important. While subscribers accounted for 79% of attendance five years ago, they account for only 70% today. The VSO is now facing a budget deficit. The cause of this declining attendance is unclear. The number of potential causes is enormous. The range includes anything from the global economy, to dissatisfaction with symphony programming to uncomfortable seats. Symphony executives have commissioned research studies aimed at finding solutions to these problems (Aaker, Kumar, Leone, and Day (2013).

SURVEY
The executive team decided to perform a quantitative written survey. The quantitative survey asks questions that include a choice of answers, rather than one that asks for open-ended written responses. The survey would be distributed to the attendees of a free concert held for the purpose of surveying the attendees. The Free Concert and Survey were conducted on Tuesday, January 6th, 1987. As a result 614 questionnaires were completed out of 2,400 questionnaires that were made available. Here’s an examples of a survey question below:
1. Are you a subscriber (i.e., purchase series tickets) to the VSO?
19% 1-1 __Yes, currently
29% 1-2__No, but formerly
51% 1-3__Never Subscribed
There were several important things that the survey could have said in a different way to have better results. For example:
1. The validity of some questions was not good. A good question results in very clear and unambiguous answers. Here are some examples of poor questions:
The survey was open to people who had never attended before. Yet they were asked their preferences about performance start times, guest artists and music selection.
Asking respondents if they have ever purchased tickets to individual events or whether they have attended this season are very leaky questions. Some season ticket holders may have been too busy to attend or may subscribe some years and buy tickets at other times.
2. In addition, the survey questions missed many good opportunities. The survey did not gather sufficient specific information about what the patrons would like to that would result in increased ticket sales. People gave negative ratings to pricing and parking, but perhaps they would be willing to pay more for a concert or promotion that truly interested them.
Former subscribers, identified in question #1 hold the answer to why attendance is declining, since THEY are likely to be among those who stopped coming. The survey should have pursued them more vigorously.
3. Convenience Sampling is a very unreliable survey method. Research that is done without any screening of the participants is called "Convenience Sampling". The concert survey was open to anyone. If a large convention were in town, the concert survey participants could theoretically be made up entirely of Shriner's from Tallahassee.
Should you base important decisions on that kind of information?
Although the survey did provide some useful information, on a choice of advertising media, for instance, it did not provide clear answers as to why attendance is declining, how to increase attendance by non-subscribers or what marketing message should be crafted.

RECOMMENDATIONS
To constantly give out surveys after each symphony to find out if there are any problems early on and make changes to improve the symphony for customer satisfaction. You could also mail surveys to former attendees to find out why they are no longer attending the symphonies anymore. The information that you gather will give you some insight into how the customer actually feels and what are their expectations. You could also use secondary research to find out what other orchestras are doing to remain successful.

References:
Wikimedia Foundation, Inc. (2013) Wikipedia, the free encyclopedia “Vancouver Symphony Orchestra”
Aaker, D., Kumar, V., Leone, R. P., & Day, G.S. (2013). Marketing research (11th ed.). Hoboken, NJ: Wiley. ISBN: 9781118156636.

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